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Telecommunications infrastructure: traditional and emerging challenges
Philipe MouraRegulatory ManagerGSMA
What are the emerging issues?
2
Policy & Regulation
Conver-gence
IoTUse of data
The internet value chain emcompasses a complex fabric of players thatinteract to create the end user experience
C
The internet value chain encompasses a complex fabric of players that interact to create the end user experience
4
C
5
Strong complementarities between infrastructure
and services
Services
Access
Individual contributions to social welfare difficult to disentangle
The whole ecosystem is driven towards continuous expansion C
… And yet, the internet value chain is dynamic
6
C
Competitive Dynamics of the Digital Ecosystem
Modularity
• All digital players engage each other across the value chain in a variety of roles
• Digital sector is not a collection of related but separate markets but rather a single, integrated ecosystem
Economies of Scale and Scope/Network Effects
• Competition “for” the market, not “in” the market
• Consumers benefit from size and scope; regulation should not impose barriers to their realization
Dynamic Competition
• Transformative innovation generates choice and value for consumers
• Static “dominant” positions are dynamically contestable
• Regulation should notinhibit innovation and investment
7
C
The IoT is transformative
8Source: HBR
I
The IoT value chain is complex and involves many players
Companies will build cross-industry alliances and partnerships, increasing the intensity of competition
Operator networks
Smart modules
Smart objects
Integrate systems
Provide Service
Source: PwC analysis, ADL
Individual
Government
Enterprise
9
I
Machinery and car manufacturers
AudiGE
BoschJohn Deere
PTCTesla
Telecom & Technology firms
AT&TAlphabetAmazonMicrosoft
CiscoVerizon
Vodafone
Non-traditional entrants
XaomiFitbit
JawboneSIGFOX
Alarm.com
Many players compete to own the end user relationship
10
IoT solutions led by application vendors(e.g. health)
IoT solutions led by systems integrators(e.g. industrial IoT, smart cities)
IoT solutions led by connectivity providers(e.g. smart home, fleet management)
Systems integrators
Applicationvendors
IoT platform provider
Connectivity provider
Device vendor
End user
Systems integrators
ioT platform provider
Connectivity provider`Device vendor
Application vendor
End user
Systems integrators
Applicationvendors
IoT platform providerDevice vendor
Connectivity provider
End user
Application vendorIoT platform provider
Connectivity providerDevice vendor
Systems integrator
End user
IoT solutions led by device vendors (e.g. wearables)
I
IoT has a “glocal” dimension – global production and local connectivity models
Connected cars manufactured in
one location
Distributed globally with installed sensors,
seamless connectivity, data and analytics
Distinct elements of the value chain will be performed in different
geographies
11
I
Connectivity spend is typically only a small fraction of overall project cost
Spend on value chain elements for typical IoT solutions* [Source: Analysys Mason]
Systems integrators or installers
<30%
Applicationvendors
30-60%
IoT platform
<10%
Connectivity
2-20%
Device
5-20%Spend
* Indicative figures only. The exact spend will vary by solution and vertical market
12
I
Traditional servicesTraditional services IoTIoT
Cell phones
Correlated to the number of people
Connectivity
High
B2C or B2B
Any device
Correlated to the number of devices
Many types of solutions
Low
B2B2C or B2B2B
Thus, the IoT is still fundamentally different from traditional services
High Low
13
Connected element
Number of connections
Main service
ARPU
Business model
Maturity
I
Growing in volume, variety and nature
Key driver of innovation
Critical asset for businesses and governments
Increasing value and interest for consumers
Data for good and social change
Global footprint, flowing across borders
Data is not the new oil – it is much more than that
14
Source: CIPL
D
Users and “things” are becoming more connected, everywhere,generating data at all times
15
D
Principles-based regulation of privacy
• Based on risk for consumers
• Technology and industry neutral
• Favorable to investment and innovation
Trust and accountability on big data
• Big data analytics and IoT depend on the availability of data and on consumer trust
• Privacy by design• Adoption of
internationally recognized privacy principles, such as transparency, control, purpose and accountability
Free flow of data across borders
• Recognition of corporate binding rules (corporate digital responsibility) and of codes of conduct
• Restrictions and conditions on international data flows should be kept to a minimum and applied in exceptional circumstances only
How do we move forward while creating the right environment?
16
D
How is infrastructure in Latin America today?What can be done to improve it?
How do existing challenges relate to emerging opportunities?
3G in Latin America covers more tan 90% of the population, more than any otherdeveloping region
99% 96% 91% 83% 79% 78%
49%
0%10%20%30%40%50%60%70%80%90%
100%
Norteamérica Europa Latinoamérica CEI MENA Asia Pacifico AfricaSubsahariana
Cob
ertu
ra 3
G d
e la
pob
laci
on
Taking this 3G to the remaining 10% demands significantinvestments, and there are no commercial incentives todo so
19
Fact #1 Fact #2
~2x of total investment todayHow much is needed to take 3G to 99%
of the population
10x lessRevenue generated
Rural vs. Urban sites
Fuente: GSMA 2017
Taxation policies that overburden and distort the telecoms market
Regulatory asymmetry between operators and other ecosystemplayers
Regulatory frameworks that disincentivize investments in infrastructure
Regulatory frameworks in Latin America are not always aligned withthe goals of the digital agenda
20
Considerations for policy & regulation
Regulating well is always difficult…
• Market conditions and technologies change in unpredictable ways
• Regulations often impose substantial compliance burdens
• Regulation inevitably benefits some interests over others (every policy is necessarily a redistribution of something)
…and more so in the digital ecosystem
• Complexity of digital markets increases tendency of error
• Rapid change accelerates regulatory obsolescence
• Many issues require participation and input from multiple players
• Innovation and entry are distorted by regulatory burdens and risks
To address existing and future challenges regarding the digital ecosystem, regulation should be functionality-based, dynamic and constantly re-evaluate
itself to ensure it is supporting the policy goals behind it
19
22
Obrigado!
Philipe MouraRegulatory Manager